Αγορά Πολιτών

GR->DE Internal memo, books, urgent, 18/6/17

1. Macht und Entscheidung: Die Herausbildung der Weltbilder und die Wertfrage, 1984, von Panajotis Kondylis (Ισχύς και απόφαση, Η διαμόρφωση των κοσμοεικόνων και το πρόβλημα των αξιών, Παναγιώτης Κονδύλης)

2. Language and Symbolic Power Reprint Edition by Pierre Bourdieu

3. The Book of Mirdad: The Strange Story of a Monastery Which Was Once Called the Ark, by Mikhail Naimy

Our common objective should be, how to survive from the propagating calamity of the feelings-less people.

Christos Boumpoulis

economist

Appendix

Holography

Holography is a technique which enables three-dimensional images (holograms) to be made. It involves the use of a laser, interference, diffraction, light intensity recording and suitable illumination of the recording. The image changes as the position and orientation of the viewing system changes in exactly the same way as if the object were still present, thus making the image appear three-dimensional
The holographic recording itself is not an image; it consists of an apparently random structure of either varying intensity, density or profile.

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Holographic principle

Holographic principles: Karl Pribram has suggested that the brain functions in accordance with holographic principles, meaning that memory is distributed throughout the brain and can be reconstituted from any of the parts. The holographic evidence favors a decentralized, distributed form of intelligence. There are five principles:

1. Build the whole into all the parts: The organization's visions, values, and culture; structures that reproduce themselves, and diversified roles (the opposite of Taylor's principle of fragmentation)

2. The importance of redundancy: Any system with an ability to self-organize must have a degree of redundancy, not redundancy of parts for back-up purposes, but redundancy of functions so that each part is able to engage in a range of functions. Such an organization will possess great flexibility and create capacity for self-organization in all parts of the system.

3. Requisite variety: Any control system must be as varied and complex as the environment being controlled. The requisite variety should always fall within the unit in question – not staff-only, if it is needed in the production line. There is a weak spot here, as corporate strategic planning teams often are built around people who think along the same lines.

4. Minimum specs: The holographic principles need freedom to evolve. Those working in the organization should focus on "critical elements, such as the vision or strategy that will guide the unit, expected resource flows, time lines, and anticipated results, and using these to create a broad structure of accountability," and avoid setting up precise, bureaucratic rules.

5. Learning to learn: The holographic design principles must be supported by managerial philosophies that help to create a context that encourages the process of "learning to learn."

Gareth Morgan (1986) Images of Organization, Newbury Park, CA: Sage Publications.

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Quoted from, “The Holographic Universe”, by Michael Talbot

The “whole in every part” nature of a hologram provides us with an entirely new way of understanding organization and order. For most of its history, Western science has labored under the bias that the best way to understand a physical phenomenon, whether a frog or an atom, is to dissect it and study its respective parts.

A hologram teaches us that some things in the universe may not lend themselves to this approach. If we try to take apart something constructed holographically, we will not get the pieces of which it is made, we will only get smaller wholes.”
-end quote-

Not only that, but if the Universe is indeed constructed holographically, breaking things into smaller and smaller parts will eventually get us to a point where the the structural integrity that generates the hologram is broken. At that point, the particles that result no longer have a holographic context. They no longer exist within the system. You no longer get “smaller wholes”, but pieces that no longer contain anything of the whole, at all.

In other words, when the fundamental structure is damaged or otherwise changed beyond a certain point, the energy dissipates and nothing is left. It is the structure which contains the holographic information that makes matter what it is. The structure defines how the energy will function in the System. Since all elements are built out of light energy, it is the structure that differentiates between one element and another. From this vantage point, matter being energy organized by information, fractured atoms are useless to study, as they are no longer a functional part of the System.

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Organizational Hologram

Organizational hologram is the method of organization theories described in the book The Organizational Hologram: The Effective Management of Organizational Change (1991), by Kenneth D. Mackenzie.

It is claimed that if an organization has twelve holonomic processes working The organization would have the property of achieving and maintaining dynamic congruency and would be simultaneously efficient, adaptable, and efficiently adaptable.

Holonomic theory states that an organization has 12 management processes (HPs) that drive performance on six desired organizational characteristics (DOCs).

Desired organizational characteristics

• DOC-1 Clarity of Direction

• DOC-2 Clarity of Structures

• DOC-3 Clarity of Measurement

• DOC-4 Successful Goal Achievement

• DOC-5 Results Oriented Problem Solving

• DOC-6 Associates Are Assets and Resources

Holonomic processes

• HP-1 Establishing and Maintaining Clear Strategic Direction

• HP-2 Defining and Updating the Organizational Logic

• HP-3 Ensuring Best Decision Making

• HP-4 Adapting to Ensure Position Clarity

• HP-5 Ensuring Systematic Planning that is Workable, Involved, and Understood

• HP-6 Integrating Employee Selection, Development, and Flow with the Strategic Direction

• HP-7 Nurturing and Rewarding Opportunistic and Innovative Problem Solving

• HP-8 Ensuring Healthy Problem Solving Throughout the Organization

• HP-9 Setting Tough and Realistic Performance Standards

• HP-10 Operating Equitable and Effective Rewards Systems

• HP-11 Ensuring Compatibility of Interests

• HP-12 Encouraging and Rewarding Ethical Behavior for All Associates

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Three Components of Organizational Culture

http://www.youtube.com/watch?v=bbVhoBkMQb0

Note: the photo was found here, http://static.ddmcdn.com/gif/hologram-7.gif.